Chapter 04 - Job Analysis and Rewards

Chapter 04 Job Analysis and Rewards Answer Key

Changing Nature of Jobs

1. In most modern organizations, obs are largely well established and !hange little o"er time. FALSE

#. Job analysis is the pro!ess o$ st%dying obs in order to gather, analyze, synthesize, and report in$ormation abo%t ob re&%irements. TRUE

'. Competen!y based ob analysis see(s to identi$y and des!ribe the spe!i$i! tas(s, K)A*s, and ob !onte+t $or a parti!%lar ob. FALSE

4. ,he traditional way o$ designing a ob is to identi$y and de$ine its elements and tas(s pre!isely and then in!orporate them into a ob des!ription. TRUE

-. ,raditional ob design is mar(ed by $ormal organization !harts, !lear and pre!ise ob des!riptions and spe!i$i!ations, and well-de$ined relationships between obs. TRUE

.. Changes to obs ha"e be!ome so radi!al that the !on!ept o$ / obs/ is no longer a %se$%l !on!ept in most organizations. FALSE

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Chapter 04 - Job Analysis and Rewards

0. Ad"an!es in te!hnology are one o$ the ma or reasons $or !hanges in obs. TRUE

1. A ob $amily is a gro%ping o$ positions that are similar in their tas(s and tas( dimensions. FALSE

2. ,he smallest %nit into whi!h wor( !an be di"ided witho%t analyzing separate motions, mo"ements, and mental pro!esses is !alled an element. TRUE

10. 3any small-b%siness owners, general managers o$ start-%p strategi! b%siness %nits, and top management members per$orm $le+ible obs that are di$$i!%lt to !lassi$y in traditional ob analysis. TRUE

11. 3eas%res o$ engagement re$le!t spe!i$i! s(ills sets that are readily meas%red thro%gh ob analysis. FALSE

1#. Competen!y analysis is one way to in!orporate engagement into ob analysis. TRUE

Multiple Choice Questions

1'. A ob des!ription is best de$ined as 44444. A. the organization5s $ramewor( $or AA !omplian!e ! the organization5s indi!ator o$ tas(s re&%ired $or ea!h ob C. the organizations prin!iple ob training tool 6. the organization5s per$orman!e appraisal instr%ment

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Chapter 04 - Job Analysis and Rewards

14. 7hi!h o$ the $ollowing are elements o$ traditional ob design8 A. $ormal organization !harts 9. !lear and pre!ise ob des!riptions C. well-de$ined mobility :promotion and trans$er; paths "! all o$ the abo"e

1-. 7hi!h o$ the $ollowing is a good de$inition o$ a ob $amily8 A. A gro%ping o$ elements to $orm an identi$iable wor( a!ti"ity that is a logi!al and ne!essary step in the per$orman!e o$ a ob ! A gro%ping o$ obs, %s%ally a!!ording to $%n!tion C. A gro%ping o$ obs a!!ording to generi! ob title or o!!%pation 6. A gro%ping o$ positions that are similar in their tas(s and tas( dimension

1.. 7hi!h o$ the $ollowing is a good de$inition o$ a ob !ategory8 A. A gro%ping o$ elements to $orm an identi$iable wor( a!ti"ity that is a logi!al and ne!essary step in the per$orman!e o$ a ob 9. A gro%ping o$ obs, %s%ally a!!ording to $%n!tion C! A gro%ping o$ obs a!!ording to generi! ob title or o!!%pation 6. A gro%ping o$ positions that are similar in their tas(s and tas( dimensions

10. 7hi!h o$ the $ollowing is a good de$inition o$ a ob8 A. A gro%ping o$ elements to $orm an identi$iable wor( a!ti"ity that is a logi!al and ne!essary step in the per$orman!e o$ a ob 9. A gro%ping o$ obs, %s%ally a!!ording to $%n!tion C. A gro%ping o$ obs a!!ording to generi! ob title or o!!%pation "! A gro%ping o$ positions that are similar in their tas(s and tas( dimensions

11. 7hi!h o$ the $ollowing is a good de$inition o$ a tas(8 A! A gro%ping o$ elements to $orm an identi$iable wor( a!ti"ity that is a logi!al and ne!essary step in the per$orman!e o$ a ob 9. A gro%ping o$ obs, %s%ally a!!ording to $%n!tion C. A gro%ping o$ obs a!!ording to generi! ob title or o!!%pation 6. A gro%ping o$ positions that are similar in their tas(s and tas( dimensions

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Chapter 04 - Job Analysis and Rewards

12. 3eas%res o$ engagement re$le!t 444444444. A. tas( !hara!teristi!s that are readily a!!ommodated by ob analysis 9. the degree to whi!h an employee helps !o-wor(ers "ol%ntarily C! the degree to whi!h an employee identi$ies with and has enth%siasm $or his or her wor( 6. the employee5s tenden!y to re e!t alternati"e employment o$$ers when gi"en

Job Re#uire$ents Job Anal%sis

#0. Job re&%irements ob analysis begins by identi$ying the spe!i$i! tas(s and the ob !onte+t $or a parti!%lar ob. TRUE

#1. Job analysis is a primary inp%t and s%pport a!ti"ity $or most $%n!tional sta$$ing a!ti"ities. TRUE

##. ,eam-based obs lend themsel"es parti!%larly well to ob re&%irements ob analysis. FALSE

#'. ,he ob re&%irements matri+ is !omposed o$ two !omponents< tas(s and K)A*s. TRUE

#4. ,as( statements are ob e!ti"ely written des!riptions o$ the beha"iors or wor( a!ti"ities engaged in by employees in order to per$orm the ob. TRUE

#-. ,as( statements sho%ld re$le!t what the employee does, to whom or what the employee does what he or she does, what is prod%!ed, and what is %sed. TRUE

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Chapter 04 - Job Analysis and Rewards

#.. ,he K)A* portion o$ a ob re&%irements matri+ is o$ten !on"erted to a ob des!ription. FALSE

#0. ,he term /tas( dimension/ has the same basi! meaning as /d%ties/ or /areas o$ responsibility./ TRUE

#1. )enten!e analysis is %sed to de"elop !ompeten!ies. FALSE

#2. ,as(s sho%ld be !onstr%!ted %sing broadly appli!able "erbs, s%!h as /s%pports,/ /assists,/ and /handles./ FALSE

'0. It is possible to weight tas( dimensions %sing either relati"e time spent, per!entage o$ time spent, or importan!e to o"erall ob per$orman!e. TRUE

'1. Knowledge is a body o$ in$ormation that !an be dire!tly applied to the per$orman!e o$ tas(s. TRUE

'#. )(ills are %nderlying, end%ring traits o$ a person that are %se$%l $or per$orming a range o$ tas(s. FALSE

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Chapter 04 - Job Analysis and Rewards

''. ,he wor( setting, attire, en"ironmental !onditions, and ob hazards are asso!iated with a ob5s /!onte+t./ TRUE

'4. =a"ing two or more people independently de"elop tas( statements $or a gi"en ob is a way to enhan!e !ontent "alidity and assess reliability. TRUE

'-. It is not really ne!essary, or e"en ad"isable, to ha"e an in!%mbent or s%per"isor ser"e as ob analysts. FALSE

'.. >ittle resear!h has been done to identi$y parti!%lar ob-related s(ills. FALSE

'0. In general, there are $ew, i$ any, so%r!es o$ ob in$ormation e+ternal to the organization where the ob is per$ormed. FALSE

'1. 6ire!t obser"ation is a so%r!e $or ob in$ormation that is well s%ited $or obs with physi!al !omponents, and relati"ely short !y!le times $or ob tas(s. TRUE

'2. ?sing managers in a ob analysis lends both e+pertise and ne%trality to the pro!ess. FALSE

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Chapter 04 - Job Analysis and Rewards

40. 7hen a ob analysis is li(ely to be legally, te!hni!ally or politi!ally s!r%tinized, it is best to %se an internal person to do the analysis, rather than an e+ternal !ons%ltant. FALSE

41. In general, when rational or narrati"e ob analysis methods are desired, it is ad"isable to rely on e+ternal !ons%ltants rather than internal sta$$. FALSE

4#. A "al%able %se o$ *@AB, is that it ser"es as a starting point in preparing (nowledge statements. TRUE

4'. )%b e!t matter e+perts sho%ld not in!l%de pre"io%s obholders, pri"ate !ons%ltants, and !%stomersC!lients. FALSE

44. ,he *@Aet !ontains wor( !onte+t $a!tors pertaining to interpersonal relationships and to str%!t%ral ob !hara!teristi!s. TRUE

4-. ,he term essential $%n!tions re$ers to the $%ndamental ob d%ties o$ the employment position the indi"id%al with a disability holds or desires. TRUE

4.. ,he Dosition Analysis E%estionnaire meas%res e+trinsi! rewards s%!h as pay, re!ognition, and promotional opport%nities. FALSE

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Chapter 04 - Job Analysis and Rewards

40. ,he best approa!h to ob analysis $or traditional or e"ol"ing obs is 44444. A! ob re&%irements ob analysis 9. !ompeten!y based ob analysis C. team-based ob analysis 6. $%n!tional ob analysis

41. 7hi!h o$ the $ollowing is A*, shown by an ideal tas( statement8 A. what the employee does 9. to whom or what the employee does what he or she does C. what is prod%!ed "! how ea!h beha"ior is rewarded

42. 7hi!h o$ the $ollowing is a !omponent o$ a ob re&%irements matri+8 A. Job ten%re 9. Job pay C! Job !onte+t 6. Job appraisal

-0. )enten!e analysis te!hni&%e is an aid to 4444444444. A. writing the ob s%mmary 9. des!ribing the K)A*s C! dra$ting pre!ise tas( statements 6. des!ribing the ob !onte+t

-1. It !an be a!!%rately said o$ the /tas( dimension/ !omponent o$ a ob des!ription that it 44444444444. A. pro"ides a rating o$ tas( importan!e ! is a gro%ping o$ similar tas(s C. indi!ates appropriate K)A*s 6. indi!ates the nat%re o$ K)A*s

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Chapter 04 - Job Analysis and Rewards

-#. ,he ob !onte+t !omponent o$ a ob des!ription does not 4444444444. A. en!ompass both tas(s and K)A*s 9. des!ribe physi!al demands C. des!ribe en"ironmental !hara!teristi!s "! address pay s!ales

-'. ,he K)A* portion o$ a ob re&%irements matri+ may be 444444444. A! !on"erted to a ob spe!i$i!ation 9. !on"erted to a ob des!ription C. !on"erted to a ob e"al%ation 6. !on"erted into a ob pay s!ale

-4. A body o$ in$ormation that !an be dire!tly applied to the per$orman!e o$ tas(s is 4444444. A! (nowledge 9. s(ills C. abilities 6. none o$ the abo"e

--. An %nderlying, end%ring trait o$ the person that is %se$%l $or per$orming a range o$ tas(s is 4444444. A. (nowledge 9. s(ills C! abilities 6. none o$ the abo"e

-.. An obser"able !ompeten!e $or wor(ing with or applying in$ormation to per$orm a parti!%lar tas( is 4444444. A. (nowledge ! s(ills C. abilities 6. none o$ the abo"e

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Chapter 04 - Job Analysis and Rewards

-0. I$ tas(sCdimensions are not weighted $ormally, then 44444444. A. the ob des!ription has no "al%e 9. AA non-!omplian!e will res%lt C! all tas(sCdimensions are assessed as e&%ally important by de$a%lt 6. pay s!ales !annot be de"eloped

-1. ,he reason $or ha"ing the manager parti!ipate as a ob analyst is to 444444. A. pro"ide a!!eptan!e o$ ob statements to g%ide per$orman!e on the ob ! "eri$y statements are in!l%si"e and a!!%rate C. !ontrol in!%mbent responses on ob analysis &%estionnaires 6. establish pay s!ales

-2. A limitation o$ obser"ation as a means o$ gathering ob in$ormation wo%ld be 44444444444444. A. a!!ess to ob !onte+t 9. short ob !y!le C. a!!ess to K)A*s "! mental pro!esses are di$$i!%lt to meas%re

.0. 7hi!h o$ the $ollowing is an ad"antage o$ %sing ob tas( &%estionnaires8 A! ?se with large n%mbers o$ people 9. =ighly di"erse ob !ontent and $ormats C. 7or(ing with top management positions 6. 7or(ing with newly !reated obs

.1. 7hi!h o$ the $ollowing is not a good reason $or %sing an o%tside !ons%ltant $or ob analysis8 A. ,e!hni!al inno"ati"eness is !riti!al 9. >egal s!r%tiny o$ pro e!t o%tp%tCpro!esses is high C! Knowledge o$ organization !%lt%re is !riti!al 6. 6ata !olle!tion in"ol"es spe!ialized statisti!al methods

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Chapter 04 - Job Analysis and Rewards

.#. )(ills !ontained in *@Aet in!l%de 4444444444444. A. basi! s(ills 9. !ross-$%n!tional s(ills C. sensory abilities "! all o$ the abo"e

Co$petenc%& ase' Job Anal%sis

.'. Competen!y-based ob analysis begins by identi$ying the spe!i$i! tas(s and the ob !onte+t $or a parti!%lar ob. FALSE

.4. Competen!ies are more spe!i$i! than K)A*s. FALSE

.-. Competen!y-based ob analysis attempts to identi$y and des!ribe ob re&%irements in the $orm o$ general K)A*s that are re&%ired a!ross a range o$ obs. TRUE

... Competen!ies !ontrib%te to ob per$orman!e, b%t not to organizational s%!!ess. FALSE

.0. Competen!y based ob analysis is a way to $a!ilitate in!reased sta$$ing $le+ibility. TRUE

.1. A (ey strategi! =R reason $or per$orming !ompeten!y modeling is to !reate awareness and %nderstanding o$ the need $or !hange in b%siness. TRUE

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Chapter 04 - Job Analysis and Rewards

.2. Competen!y modeling is %se$%l $or impro"ing wor($or!e s(ills, b%t is generally o$ little %se $or repla!ement or s%!!ession planning. FALSE

00. Altho%gh !ompeten!y modeling has its ad"antages relati"e to ob re&%irements ob analysis, it does re&%ire !onsiderable time and e$$ort to establish !ompeten!y models in an organization. TRUE

01. ,he /Freat Bight/ !ompeten!ies in!l%de leading, s%pporting, presenting, analyzing, !reating, organizing, adapting, and per$orming. TRUE

0#. ,he legal impli!ations o$ analyzing !ompeten!ies beyond ob spe!i$i! ones are well(nown. FALSE

Multiple Choice Questions

0'. ,he best approa!h to ob analysis $or $le+ible obs with !hanging re&%irements is 44444. A. ob re&%irements ob analysis ! !ompeten!y based ob analysis C. team-based ob analysis 6. $%n!tional ob analysis

04. A !ompeten!y is 44444. A. a type o$ beha"ior that is obser"ed on the ob ! an %nderlying !hara!teristi! o$ an indi"id%al that !ontrib%tes to ob or role per$orman!e C. a latent !omponent o$ the ob !hara!teristi!s matri+ 6. a !ompilation o$ the tas(s, d%ties, and responsibilities that ma(e %p a ob

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Chapter 04 - Job Analysis and Rewards

0-. ?nli(e K)A*s, !ompeten!ies %s%ally des!ribe !hara!teristi!s 44444444. A. o$ indi"id%als that !ontrib%te to ob per$orman!e 9. that are %sed $or sele!ting indi"id%als C! that !ontrib%te to s%!!ess a!ross m%ltiple obs 6. o$ organizational reward systems

0.. Competen!y modeling is %se$%l $or whi!h o$ the $ollowing appli!ations8 A. Identi$ying needs $or repla!ement and s%!!ession planning 9. Internal promotion pro!esses C. Ga!ilitating the =R planning pro!ess "! All o$ the abo"e

00. Competen!y modeling is strategi!ally %sed to 444444444. A. Create awareness o$ the need $or stability in b%siness ! Bnhan!e the s(ill le"el o$ the wor($or!e C. Bn!o%rage employees to $o!%s on their own obs as m%!h as possible 6. Aone o$ the abo"e

01. 7hi!h o$ the $ollowing is not one o$ the /great eight/ !ompeten!ies8 A! 3e!hani!al (nowledge 9. Creating C. *rganizing 6. Der$orming

Job Re(ar's
True / False Questions

02. Day, bene$its, and promotions are typi!al intrinsi! ob rewards. FALSE

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Chapter 04 - Job Analysis and Rewards

10. Intrinsi! rewards are best !hara!terized as /inherent in the nat%re o$ the ob and e+perien!ed by the employee as an o%tgrowth o$ a!t%ally doing the ob./ TRUE

11. ,he employee "al%e proposition is the b%ndle or pa!(age o$ K)A*s that the employee pro"ides to the organization. FALSE

1#. )%r"eys and inter"iews with employees are a (ey way to gather in$ormation on ob rewards pre$eren!es. TRUE

1'. *ne ad"antage o$ intrinsi! rewards is that they are basi!ally !ostless. FALSE

14. Inter"iews and s%r"eys o$ !%rrent employees on ob rewards, no matter how !omprehensi"e, miss se"eral rele"ant gro%ps o$ indi"id%als. TRUE

1-. )%r"eys o$ employees !learly s%ggest that intrinsi! rewards are seen as more important $or ob satis$a!tion than e+trinsi! rewards. FALSE

1.. Inter"iews are more personal than s%r"eys, b%t the s%mmary and analysis o$ inter"iew data is more time !ons%ming and di$$i!%lt. TRUE

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Chapter 04 - Job Analysis and Rewards

10. *ne way to assess the importan!e o$ rewards to employees is to e+amine the rewards that other organizations pro"ide to their employees. TRUE

Multiple Choice Questions

11. 7hi!h o$ the $ollowing is not an e+ample o$ an e+trinsi! reward8 A. Day 9. Dromotion C! A%tonomy 6. Gringe bene$its

12. It is !riti!al than when employees are inter"iewed abo%t their reward pre$eren!es, the !ontent o$ the inter"iews is 444444444444. A. made p%bli! so managers !an mat!h employee pre$eren!es immediately ! (ept !on$idential so employees !an report honestly C. de"eloped thro%gh an in$ormal pro!ess so employees $eel !om$ortable 6. generally less important than the pro!ess %sed in as(ing &%estions

20. 7hi!h o$ the $ollowing =R o%t!omes arise $rom pro"iding and %sing rewards8 A. appli!ant attra!tion 9. employee per$orman!e C. employee retention "! all o$ the abo"e

21. 7hat is the /employee "al%e proposition8/ A. the total worth o$ an employee5s K)A*s ! the organization5s pa!(age o$ rewards pro"ided to employees C. the net worth o$ an organization5s employees 6. none o$ the abo"e

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Chapter 04 - Job Analysis and Rewards

2#. 7hi!h o$ the $ollowing best represents the order o$ aspe!ts important $or ob satis$a!tion identi$ied in s%r"eys, $rom most "al%ed to least "al%ed8 A. "ariety o$ wor(, relationship with s%per"isor, !ompensation, and networ(ing 9. relationship with s%per"isor, networ(ing, "ariety o$ wor(, and !ompensation C! ob se!%rity, bene$its, opport%nities to %se s(ills and abilities, and $inan!ial stability 6. networ(ing, "ariety o$ wor(, relationship with s%per"isor, and !ompensation

2'. 7hen assessing appropriate rewards, organizations !an %se in$ormation $rom 4444444444444. A. s%r"eys !ond%!ted by the 6epartment o$ >abor 9. s%r"eys !ond%!ted by the )o!iety $or =%man Reso%r!es 3anagement C. internal organizational so%r!es "! all o$ the abo"e

Job Anal%sis for Tea$s

24. A wor( team is an interdependent !olle!tion o$ employees who share responsibility $or a!hie"ing a spe!i$i! goal. TRUE

2-. ,eams are seldom designed to absorb management $%n!tions that allow $or sel$management be!a%se they inherently prod%!e e+!ess gro%pthin(. FALSE

2.. ,he greater the tas( interdependen!e in a team, the greater the importan!e o$ K)A*s pertaining to interpersonal &%alities and team sel$-management &%alities. TRUE

20. Job spe!i$i! K)A*s be!ome largely irrele"ant in team-based wor(. FALSE

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Chapter 04 - Job Analysis and Rewards

Multiple Choice Questions

21. An interdependent !olle!tion o$ employees who share responsibility $or a!hie"ing a spe!i$i! goal is !alled a 44444. A. pro e!t %nit 9. department C! wor( team 6. goal !ir!le

22. 7hi!h o$ the $ollowing are %ni&%e properties o$ teams, $rom a sta$$ing point o$ "iew8 A. Competen!ies are not generally %se$%l $or sele!tion in teams be!a%se o$ the di"ision o$ responsibility in teams ! K)A*s $or teams in"ol"e ob-spanning s(ills be!a%se members per$orm m%ltiple roles C. 3ost resear!h shows intelligen!e is %nrelated to team s%!!ess 6. 9oth A and C

Legal issues
True / False Questions

100. ,he sample size %sed in ob analysis is not rele"ant to legal de$ensibility. FALSE

101. 6etails regarding (nowledge, s(ills, and abilities in a ob des!ription are important !omponents o$ a legally de$ensible sele!tion system. TRUE

10#. I$ an employment dis!rimination !ase in"ol"es an organization5s de$ense o$ its sele!tion pro!ed%res, the ?FB)D re&%ire the !ond%!t o$ ob analysis. TRUE

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Chapter 04 - Job Analysis and Rewards

10'. Altho%gh some ha"e ad"o!ated $or greater %se o$ ob analysis in legal !ases, the !o%rts !%rrently re!ognize ob titles as s%$$i!iently detailed indi!ators o$ re&%ired !hara!teristi!s o$ appli!ants. FALSE

104. Bmployment reg%lations gi"e se"eral spe!i$i! te!hni&%es $or %sing ob analysis to identi$y essential ob $%n!tions. FALSE

10-. ,he BB*C has pro"ided assistan!e to organizations $or dealing with the iss%e o$ identi$ying essential ob $%n!tions $or the p%rpose o$ A6A !omplian!e. TRUE

10.. ,he A6A re&%ires the per$orman!e o$ a ob analysis to identi$y the essential $%n!tions o$ a ob. FALSE

Multiple Choice Questions

100. 7hi!h o$ the $ollowing !o%ld harm an organization5s legal de$ense in an BB*CAA !ase8 A. 7ritten ob des!riptions 9. >arge sample sizes employed in ob analysis C. Bmphasis mostly on primary tas(s "! Bmphasis mostly on se!ondary tas(s

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Chapter 04 - Job Analysis and Rewards

101. In de$ining essential ob $%n!tions $or the p%rposes o$ !omplying with A6A reg%lations, whi!h o$ the $ollowing does not !on"ey the meaning /essential8/ A! Compensation $or the $%n!tion is abo"e a"erage 9. Dosition e+ists to per$orm the $%n!tion C. In!%mbent e+pertise re&%ired to per$orm the $%n!tion 6. ,here are limited n%mbers o$ employees among whom per$orman!e o$ the $%n!tion !an be distrib%ted

102. 7hen %sing ob analysis to !omply with the A6A, whi!h o$ the $ollowing is !onsidered most help$%l by the BB*C8 A. Go!%sing on the way the wor( is %s%ally done ! Go!%sing on the res%lts o$ a $%n!tion C. Go!%sing on the a"erage &%ali$i!ations o$ ob holders 6. Go!%sing on managerial assessments o$ s(ill rele"an!e

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